It’s easy to assume that the skills that made you a good salesperson will make you a good sales manager.

Remember, your number one job is to have your team’s back and to set them up for success.

If you focus on being there for your team and giving them the guidance and support they need, they will perform better – the wins will start rolling in.

It’s become a bit of a cliche, but micro-managing is an all-too-common pitfall for many managers – especially first timers.

On top of being a better way to get buy-in, guiding your team instead of telling them helps support their development.

Example 1: Improve inbound marketing.

Example 2: Increase qualified inbound leads by 30% and generate 15% more revenue.

Credit should always be shared.

Good managers know that team success and individual success are one and the same.

The best thing to do is to empower your direct reports by having them draft their own goals and set their own meeting agendas.

Business is a marathon, not a sprint.

According to SnackNation CEO Sean Kelly, “As a rule, sales managers shouldn’t have more than 8-12 people under them no matter how much management experience they have.”

One mistake that management rookies make is not being in tune with – or taking care of – their own emotions.

If you crave recognition, leadership might not be for you.

There’s no denying that as a manager, you’re invested in your team’s success.

Your primary job is to support your team, but that relationship isn’t totally unconditional.

While certainly important, the best metric of success is actually the growth of your team.

Ask yourself, at what point is your team able to succeed without you? The best leaders make themselves obsolete.

The fact is, the people you’re managing know more about the ins and outs of their job than you do.